Sunday, June 20, 2010

Career Strategies


Why your resume isn't working: What's missing could be you!


Question: I am not receiving the phone calls I believe I deserve in response to my resume. Could you please read through the document and tell me why?


Answer: Get ready to roll up your sleeves. It's likely you have much to offer employers, but your resume doesn't show this and needs work, say two resume professionals.


To start, the way to sell yourself in a resume is to cite strengths and abilities that companies need from someone in the job you want and support them with your accomplishments. Your resume lists two achievements, and neither, as written, seems impressive, says Marty Weitzman, principal of Gilbert Resumes in Englishtown, N.J.


"People want to know what you can do for them, and the way they can judge that is by what you have done for others," says Mr.Weitzman. "Basically, your resume must answer the employer's question, 'What can you do for me?'"


For each job you've held, tell readers what improvements you made for your employers. Currently, your resume reads like a list of canned company job descriptions, says Freddie Cheek, owner of Cheek & Associates, an Amherst, N.Y., resume-writing firm. The result is a bland document that could describe anyone, she says.


"What's missing is you," says Ms. Cheek. "I know what you were responsible for, but I don't know if you did these things, how well you did them, the value you contributed to your employer or whether you were an asset to your organization."


In terms of length, you need to boil down your experience to one page from the current two pages. This shouldn't be difficult since now you devote almost a page to your jobs unrelated to your professional goals and to various certifications, says Mr.Weitzman. Use bulleted phrases and sentences instead of paragraphs, because your resume will be easier to read, he suggests.


"Readers typically give a resume about five seconds," he says."Paragraphs are a no-no because you make it difficult for people who want to love you to read what you are telling them."
Think of your resume as a pyramid, with your professional summary as the point at the top, and everything below supporting it. Right now, your summary is fuzzy, and only two of the jobs listed below it are related to your career goals.


To re-do your resume, start by strengthening the professional summary. Use a phrase such as "Transportation operations manager with 10 years of experience supervising van- line and military-fleet operations." Provide a bulleted list of six to eight key strengths and skills in two columns beneath this summary, says Mr. Weitzman. For instance, you could list operations management; staff development; change management; customer service; vendor evaluation and selection; scheduling; and budget management. This pulls out important skills that now are buried within your individual job descriptions.


Next, under "Professional Experience," list your current job, followed by your military experience. Come up with a title that more clearly describes your function than simply "Operations" for your current job, since it's unclear what you do.


For each position, describe your role in one sentence, and then list your four or five greatest accomplishments, stated in the most impressive way possible. For instance, you say that you're constructed a contract with a hotel chain that saved your employer $2,700 annually. This amount of money isn't significant enough to merit calling attention to it, says Ms. Cheek. She suggests omitting the dollar amount and describing how you revised a contract between your company and a hotel chain, resulting in an annual cost savings.


If you don't know what you've achieved in past jobs, ask yourself how your company is better off because of you being there. From day one of your employment, what have you improved? Think in terms of revenues, profits, cost savings, safety issues, service delivery, efficiency, problem avoidance or special recognition you received.


One place to find kudos from your employer about your work is in your performance review, says Ms. Cheek. Every review contains something good about an employee. "If you can't think of things you did which are a plus, look at your performance evaluation and pullout the statements made about you," she says.


For your two unrelated jobs -- teaching and installation work --create a heading, "Additional Experience" and just list your title and employer with two or three achievements under each role.
Eliminate the "Military Experience" heading and then, under "Education," cite only the degrees and coursework that relate to your professional goal. This includes your associate's degree in business and perhaps two important certifications in operations or management. You can group your other training by saying something like, "2005-2006, six additional certifications or courses in operations, transportation and human resources."


Watch out for grammatical, spelling or punctuation errors, as employers are increasingly likely to eliminate candidates with mistakes in their resumes, says Ms. Cheek. Run your resume through your computer's spelling and grammar checking function and then ask for feedback from a colleague in your field.


Cheek notes that your career progression and experience indicates you probably have a lot more to offer employers than what you provided on your resume. "It's selling you short," she says.

perri.capell@wsj.com


Leadership Skills & Management Skills
Six Important Managerial Skills for Successful Leadership

A mark of a good leader is to provide constant motivation to his team to maintain an excellence and quality in results. A good leader is always looking for ways to improve production and standards. Here are six skills you can develop in working to attain quality in the team.

1. Observation
2. Monitor Employee Performance
3. Implementation of Professional Development Programs
4. Demonstrates Working Knowledge and Expertise
5. Good Decision Making
6. Ability to Conduct and Evaluate Research

More

Friday, May 21, 2010

Have You Assessed Your Leadership Skills Lately?




At its core, leadership means setting goals, lighting a path, and influencing others to follow. But the responsibility entails much more. Leaders must get their message out in a way that inspires, make the most of their limited time, and build roads to precious resources. They must negotiate alliances, improve their colleagues, and align the ambitions of many with the needs of the organization. What makes for a great leader? Is it something to do with inward characteristics, such as confidence and focus? Is it more about outward presence, including charm and compassion? Or is it about the ability to create a vision and get others to commit to it? The answer is all of the above. By accepting the challenge to lead, you come to realize that the only limits are those you place on yourself.

According the industries top leadership consultant and author of the #1 Best Seller "Good to Great", Jim Collins describes the desired level of leadership as a level four or five. Level five leaders are those who "channel their ego need away from themselves and into the larger goal of building a great company". He further describes level four leaders as "effective" those who "catalyze commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards". Leadership guru John C. Maxwell in his #1 Best Seller: "Developing the Leader in You" categorizes the desired level of leadership as level four or five. Level four leaders are those who influence people to follow them because of what they have done for them. Level four leaders develop the people that are around them and as pointed out by Jim Collins it's never about you, it's always about developing those around you. Very few people reach the level five status of leadership as described by John C. Maxwell, because at this level people follow you because of who you are and what you represent.

You many find that you or someone you know are not close to either level as described by the industries leading leadership consultants, but you know there needs to be a starting point. As with any goal there is a foundation that has to be built in order to support the objective. Ask yourself this question: Do you or someone you know have the leadership competencies needed to move forward as an effective leader? If you can't answer affirmatively, then begin building your foundation. Don't wait start today.

CE Courses For You
Linda Branch
CSMC, LLC